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You will be remembered more for what you do in a crisis than what you do in calm. Effective leaders identify how they want to be remembered after the crisis ends. They take action to achieve their desired impact. We will all leave a legacy as a leader. The question is whether that legacy will be by design or default.
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"Companies know that their end result—a consistently great (actually, greater and greater) customer experience—needs to drive everything they do. Just as all roads lead to Rome, all strategies must lead to the delighted customer, and the fewer twists and turns along the way, the better. That's the directive handed down by the gods of globalization and cyberspace, who've decreed that customers can jump from one company to another on a whim (often armed with reams of research on your product). The problem is that most big corporations were forged in different fires, the fires of an era where competition was less intense and issues like product quality trumped service. Customers were more like to simply accept what you had to offer. As a result, many players (even market leaders) are fundamentally unsuited for the new marketplace. What's more, they're painfully aware of it."
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"For those of you not familiar with Zappos, the company is an online retailer who defied the odds and built an Internet empire, initially as a virtual shoe store and now expanding its inventory well beyond shoes alone. Zappos has always charged top dollar for its products and has succeeded primarily because the leadership innovated an experience that consistently exceeds the expectations of customers, vendors, and people who simply encounter the brand. ... Unlike other failed online vendors from the "dot gone" bust, Zappos invested in both the delivery infrastructure and the corporate culture necessary to produce customer evangelists. To help you appreciate how Zappos might serve as a provocative benchmark for your customer experience, let me give you a few highlights from the 5 principles outlined in The Zappos Experience"
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